The Introverted Leader

Building on Your Quiet Strength

Jennifer B. Kahnweiler
Berrett-Koehler © 2018
216 pages
[@] getab.li/33178
Book:

Rating Take-Aways

9
9 Applicability • Some traits of introversion such as “listening, preparation and calmness are great
qualities found in excellent leaders.”
9 Innovation
8 Style • Introversion and extroversion follow a gradient; they’re not either-or choices.
• Introverts find socializing with large groups of people draining.
  • Uncontrolled introversion can constrict your career and hamper you as a leader.
Focus • You can manage your introversion and get ahead in your organization, even if it
rewards extroversion.
Leadership & Management
Strategy • Extroverted colleagues should be aware of the six barriers facing introverts.
Sales & Marketing
• They are: “People exhaustion, a fast pace, getting interrupted, pressure to self-promote,
Finance an emphasis on teams” and “negative impressions.”
Human Resources
IT, Production & Logistics • Introverts can use the “4Ps” to manage how they relate to people: “preparation,
presence, push” and “practice.”
Career & Self-Development
Small Business • Introverts tend to suffer from stress, invisibility and “perception gaps.”
Economics & Politics
Industries
• Introverts can become more extroverted by acting “as if” they are outgoing, but “trying
too hard” to break out of introversion can backfire.
Global Business
Concepts & Trends

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getabstract

getabstract
Relevance
getabstract
What You Will Learn
In this summary, you will learn:r1) How introverts and extroverts differ, 2) What six challenges introverts
face, and 3) How to apply the “4Ps Process” to parlay your “quiet strengths” into “introverted leadership.”
getabstract
Recommendation
Consultant Jennifer B. Kahnweiler spells out in great detail – complete with strategies, examples, self-tests and
forms – how introverts can emerge as better leaders. Although she’s an extrovert, Kahnweiler is married to an
unabashed introvert. She believes her husband’s successful example gives her special insight into how introverts
can use their personalities as an asset. This second edition of her book is based on 10 years of surveys, interviews
and case-study analysis she completed after the publication of the first edition in 2008. It overhauls and expands
her original work on the nature, behaviors and leadership potential of introverted professionals. Kahnweiler’s well-
informed strategies will open doors for introverted middle managers, tech professionals who need to develop people
skills, women who have a hard time getting their bosses to listen and managers who want to bring out the best in
their introverted staffers.
getabstract
getabstract

getabstract
Summary
getabstract
Extroverts and Introverts
Extroverts thrive in a busy organizational environment. They love being around people
– the more the merrier. But introverts find that dealing with large numbers of people
saps their energy, so many feel “excluded, overlooked or misunderstood” in the tumult
getabstract
“While introverts of organizational life. Introverts’ careers often suffer because they lack strong people
increasingly recognize skills, but some of their natural traits like “listening, preparation and calmness” can
and own their
strengths, it is hard to
become great leadership qualities. The general traits that often differ between introverts
push through the deep- and extroverts include:
rooted, often subtle
bias that caters to
extroverts’ preferences.” • Introverts reflect first and then speak; extroverts speak immediately.
getabstract • Introverts get energy from solitude; extroverts get energy from other people, though both
may need occasional breaks.
• Introverts are more restrained; extroverts are more exuberant.
• Introverts have low-key facial expressions and are “private at first”; extroverts are
facially expressive and “share openly.”
• Introverts prefer to write; extroverts prefer to talk.
• Introverts are “humble, calm” and “need time to prepare”; excited extroverts like to “talk
getabstract about their accomplishments” and are willing to “wing it.”
“Think of your energy
as if it were a battery.
Extroverts charge Six “Significant Barriers” Confront Introverts
their batteries by Introverted leaders can learn to deal with introversion as they would any other business
being with people.
Introverts draw their challenge by determining which behaviors will help solve an issue and figuring out the
battery power by going best strategies for putting those steps into action. Introverts can turn their supposedly
within.”
getabstract negative characteristics into desirable assets, like famous introverted leaders Bill Gates,
Mark Zuckerberg, Janet Yellen and Warren Buffett have done. Introverted leaders often
face six significant barriers. Naming them can raise the consciousness of their extroverted
colleagues. Bringing these challenges into the open is the first step in changing peoples’
expectations. They are:

The Introverted Leader                                                                                                                                                               getAbstract © 2019 2 of 5

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 1. “People exhaustion” – A study of 100 introverts reveals that more than 90% “suffered”
from too much exposure to other people. While introverts generally enjoy other people,
their energy quickly wanes when the number of interactions gets too high. On the
other hand, isolation leaves extroverts feeling “depleted and fatigued.” They need
getabstract
“With planning and the energy of other people. The amount of “people time” introverts need varies. To
conscious attention, become leaders, they need the right tools and the awareness to handle the connectivity
you can build on your
natural introverted that leadership requires.
leadership strengths to 2. “A fast pace” – The pace of technological change can give life at work a “frenetic”
get results.”
getabstract pace. When that happens, introverts need even more time to collect data and reflect on
their situation in order to make better decisions.
3. “Getting interrupted” – Introverts face pervasive problems in getting heard, especially
at meetings when extroverts seize the floor. Female introverts may face a “double
bias” in a male-dominated business environment where “the accepted norm is to
interrupt.” Introverts must adopt strategies to get their “insights, ideas and solutions”
heard above the fray.
4. “Pressure to self-promote” – Many introverts find the effort required to promote
themselves too difficult. They are uncomfortable networking, tend to be humble and
getabstract
“Being present with highly value privacy. They often don’t see the need to brag about their achievements
people and projects either in person or on social media. Introverts thus seem to pale in comparison with their
is an essential part
of being an introverted extroverted colleagues.
leader.” 5. “An emphasis on teams” – Many introverts spend their most productive work
getabstract
time thinking, writing and creating projects on their own rather than spending time
collaborating with team members. While teamwork enables brainstorming, it cuts into
the time introverts need for solitary problem solving.
6. “Negative impressions” – Because introverts usually show less emotion in their facial
expressions, others often ask them, “What’s wrong?” even when everything is OK
and the introvert is simply thinking. This “perception gap” happens when someone
misreads the introvert’s intention. For example, if you don’t nod your head and show
animated show interest in what another person is saying, he or she might think you
getabstract
are “bored, slow, snobby, unmotivated, indecisive, unhappy, cold” or “unfeeling.”
“Successful introverted Introverted women have been misunderstsood as “cold and unfeeling” or “stuck up.”
leaders build on
[their] natural
inclination to meet with “Now Is the Time for Introverted Leaders”
people one-on-one.” Introverted leaders can use their “quiet strengths” to address these challenges. They
getabstract
can improve their careers and their interactions with colleagues. Any organization can
benefit from expanding its current leadership model beyond extroversion and out-going
behavior. Introverted leaders’ abilities can include:

• “Solving pressing problems” – Teams and organizations need introverts’ creativity and
brain power to generate new ideas, confront the status quo and groupthink, and deeply
consider world problems like mitigating climate change and curing cancer.
• “Increasing engagement” – Some 40% to 60% of workers are introverts; very likely
getabstract
some of them are among the 70% of global workers Gallup research says aren’t engaged
“Measured, deep, one- with their jobs. Job retention improves when companies engage introverts in their work,
on-one conversations help them align their efforts with corporate goals and recognize their contributions.
play to an introverted
leader’s strengths.” • “Creating productive workspaces” – Companies can arrange flexible workplaces
getabstract to accommodate both solitary and collaborative ways of working to benefit introverts,
extroverts and those whom psychologist Adam Grant calls “ambiverts” – for example,
salespeople who can both “listen deeply” and talk ardently about their products.
• “Enabling extroverts to tap into their introverted side” – Helping introverts
gain recognition and respect also helps their extroverted colleagues better appreciate their

The Introverted Leader                                                                                                                                                               getAbstract © 2019 3 of 5

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 own quieter strengths. An organization benefits when its extroverts learn to pause and
pay attention to what its introverts are thinking, and when its introverts learn to be a little
more participatory and expansive.
• “Accomplishing more together” – When introverts and extroverts work in harmony,
they contribute a wide range of talents. “Diverse teams can accomplish more than
getabstract
“Introverts are no more homogeneous teams.” And when strong performers, like genius introverts and genius
likely to be good or bad extroverts, merge their strengths, everyone benefits from the “exponential results.”
bosses than extroverts.”
getabstract
“Unlocking Success: The Four Ps Process”
You can take four steps to put your introverted tendencies to work to become a strong
– or stronger – leader. The 4Ps can help any self-aware introvert turn the shackles of
introversion into active strengths. They are:

1. “Prepare” – Preparation requires a series of activities that feed your “sweet spot”
by playing into your natural tendencies. These activities could include writing out
meaningful questions before a meeting, reading a job applicant’s résumé before an
interview or researching a client before a sales meeting. If you are prepared, you’ll have
getabstract
Introverts “appreciate more confidence.
the power of the 2. “Presence” – “Being present in a way that allows you to be with people” means you
pause, which provides
a chance to catch your are paying attention to the people in the room. You aren’t thinking about the past or the
breath and think.” future; instead, you’re engaged in the moment and can derive more from each situation.
getabstract
So, look up from your computer when someone stops by to talk you, share a perceptive
insight at your next meeting and enliven your presentations.
3. “Push” – Though other people may never know it, introverts are pushing themselves
every time they have to leave their comfort zones and take any risks. This could
mean asking their manager for a raise, going to a professional event they’d rather not
attend or striking up a conversation with a distant acquaintance.
4. “Practice” – Take every opportunity to use your skills and talents to reinforce
new behaviors. Even great champions like Olympic gymnast Simone Biles and
violinist Joshua Bell practice continually. To become comfortable in groups, practice
getabstract using conversational icebreakers, telling stories and facilitating meetings.
“Often it is the quietest
people who have the
loudest minds.” To use the 4Ps effectively, develop an action plan. Target specific traits you want to work
getabstract
on, such as how you present yourself and, for each P, list specific actions you plan to take.
This will help you build bravery and self-assurance. As you work to control the ways your
introversion manifests, don’t “try too hard,” because that can backfire. “Pushing yourself
too far out of your authentic self can produce negative results.” If you over-prepare for
a meeting, you can bring on too much stress, “second-guess yourself” and sound over-
rehearsed. Work hard on your 4Ps, but with balance.

People, Projects and Presentations

Introverts can use the 4Ps to build and enhance their leadership skills. Prepare by taking
getabstract introspective time to “know yourself, build your team, understand your team” and ”create
”Managing your boss
means being savvy an environment”; heed your “blind spots.” To enhance your presence, “walk around,
enough to realize that write it down, listen like a leader, have spontaneous conversations, pay attention to facial
you need each other to
accomplish your mutual expressions” and “flex your style. Experiment with three strategies to gain leadership
goals.” momentum: “Be assertive; delegate, delegate, delegate”; and “be open-minded.” Practice
getabstract
the skills you need to improve and polish your natural abilities for a “winning combination.”

Highly successful introverts like singer Beyoncé, philanthropist Bill Gates and actress
Meryl Streep have mastered public speaking – which doesn’t necessarily correlate

The Introverted Leader                                                                                                                                                               getAbstract © 2019 4 of 5

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 with extroversion – and you can, too. Remember to draw on the lessons of the 4Ps
by preparing yourself and your materials; by being fully present with your audience; by
pushing your game, verbalizing your ideas and getting creative; and by practicing speaking
in public at every chance you get.

“Leading and Participating in Meetings”

getabstract
“If someone seems Choose from a variety of techniques to build on your quiet strengths and avoid letting
reserved or quiet, the extroverts run over you at meetings. Again, the four Ps can help you get heard. To
don’t ask, ‘What’s
wrong?’ Most likely, prepare, know the purpose of the meeting, be ready to contribute, “ease into the meeting”
nothing is wrong. They and “know where to sit.” Establish your presence by creating and enforcing ground
are in their heads.”
getabstract rules, using “brain-writing” (a handwritten version of brainstorming), making your voice
heard, and building in breaks to gain time to respond to requests. Enhance your “push
muscle” by using technology well and having “assertive tools” for handling extroverts.
Attending meetings is an excellent way to practice your skills. You can control your
participation if you “become a meeting subject-matter expert, use meetings as learning labs”
and “practice new approaches.”

“Networking Your Way”

You’re not alone if you have ever felt out of the loop. Often, people share important
getabstract information at informal “pre-meetings” at the gym, golf course or coffee shop; at
“Introversion is not
the same thing as trade shows and conferences; and at community events like road races and volunteer
being shy. Shyness projects. Introverted leaders can use the 4Ps to network and join these “mutual beneficial”
is driven by social
or psychological exchanges. To prepare, “know your purpose, decide what you can offer, decide what
anxiety, and it can be you need, prepare questions” and “create a social media strategy.” To build a networking
debilitating.”
getabstract presence, “listen with depth, paraphrase, observe people to assess the fit” and “go beyond
chitchat.” To network, “put your phone away, introduce people, lead an ice-breaker” and
“take breaks to recharge.” Although today’s turbocharged society may seem to think
otherwise, introversion is a perfectly legitimate personal style.

Successful introverted leaders know how to use their natural inclination to interact one-
on-one with people to establish and enhance their rapport in a variety of informal
settings. Prepare by learning coaching and communicating strategies to build your
influence. To established your presence, have a list of points to discuss, “communicate
getabstract expectations” and “solicit input.”
“While shyness and
introversion sometimes
overlap, introversion “Managing Up”
is about how you are While management expert Peter Drucker said, “You don’t have to like or admire your
naturally wired.”
getabstract boss,” he did believe in having good relationships with your boss. If you prepare properly,
you will meet with your boss regularly to ”assess the value you bring” and “observe your
manager’s style.” Enhance your presence at “upward meetings” with four strategies: “Be
yourself, demonstrate results, act on feedback,” and “request mentors and sponsors.” Some
push approaches that can enhance your partnership with your boss include ”be honest, give
upward feedback, protect your boss” and “know when to step back.” Stay on top of change if
you want to make managing up a centerpiece of your “leadership portfolio.”
getabstract
getabstract

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About the Author
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Jennifer B. Kahnweiler, PhD, consults with major companies. She is a professional speaker who also wrote Quiet
Influence and The Genius of Opposites.

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